Qwest Communications International Inc.

Thomas R. Eisenmann; Christopher   Hackett

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Case | HBS Case Collection | December 2001

Qwest Communications International Inc.

by Thomas R. Eisenmann and Christopher Hackett

Abstract

Describes the evolution of Qwest from a small fiber-optic construction firm in 1996 to a global telecommunications giant in 2001. Focuses on Qwest's pivotal acquisition of "Baby Bell" US West, a regional Bell operating company many times Qwest's size. Discusses the rationale for the merger and its aftermath, including the cultural challenge of integrating a scrappy start-up with a bureaucratic, traditional firm.

Keywords: Mergers and Acquisitions; Asset Pricing; Business History; Knowledge Use and Leverage; Organizational Culture; Partners and Partnerships; Vertical Integration; Telecommunications Industry;

Format: Print

28 pages

Educators Purchase

Citation:

Eisenmann, Thomas R., and Christopher Hackett. "Qwest Communications International Inc." Harvard Business School Case 802-133, December 2001.

About the Author

Thomas R. Eisenmann

Howard H. Stevenson Professor of Business Administration

Entrepreneurial Management

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Teaching Plan | HBS Case Collection | July 2012 (Revised March 2018)

Dropbox: 'It Just Works'

Thomas R. Eisenmann

Citation:
Eisenmann, Thomas R. "Dropbox: 'It Just Works'." Harvard Business School Teaching Plan 813-007, July 2012. (Revised March 2018.) View Details

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Technical Note | HBS Case Collection | January 2018 (Revised February 2018)

Making Markets

Thomas R. Eisenmann and Scott Duke Kominers

Explains how to identify and capitalize upon marketplace design opportunities. Defines markets and marketplaces and describes the basic functions of each. Discusses attributes (e.g., heterogeneity of participants' preferences and asymmetry in available information) that determine whether and how marketplaces create value. Explains common causes of market failure; presents a framework for designing marketplaces in response. Discusses tactics for building trust and liquidity when launching new marketplaces, as well as challenges encountered as marketplaces mature (e.g., congestion and disintermediation).

Keywords: market design; auctions; marketplace matching; marketplaces; Two-Sided Markets; Entrepreneurship; Market Design; Multi-Sided Platforms; Marketplace Matching; Market Participation; Market Transactions; Market Entry and Exit; Market Platforms; Auctions;

Citation:
Eisenmann, Thomas R., and Scott Duke Kominers. "Making Markets." Harvard Business School Technical Note 818-096, January 2018. (Revised February 2018.) View Details

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Case | HBS Case Collection | October 2017

Shift Technologies, Inc.

Thomas Eisenmann and Nicole Tempest Keller

In 2017, management at Shift, an online marketplace that uses a “high touch,” concierge approach to buy and sell used cars, was formulating plans for the San Francisco-based startup’s next phase of expansion. One option was to preserve Shift’s current business model and grow through geographic expansion. Another option was to decentralize more tasks to sellers and/or buyers, for example, management of inspections and repairs. While decentralizing tasks would reduce Shift’s labor per transaction and thereby improve the venture’s unit economics and its scalability, Shift might risk undermining users’ trust by handing off responsibility for critical tasks.

Keywords: Entrepreneurship; Market Design; Multi-Sided Platforms; Marketplace Matching; Growth and Development Strategy; Decision Choices and Conditions; Auto Industry; Retail Industry; United States;

Citation:
Eisenmann, Thomas, and Nicole Tempest Keller. "Shift Technologies, Inc." Harvard Business School Case 818-002, October 2017. View Details

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Qwest Communications International Inc.

Abstract

Citation:

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